Learning Organization Practices

Question: Discuss about theLearning Organization Practices. Answer: Introduction Currently, most organizations have discovered the needs for keeping the best skills and knowledge. The common reason issued by these enterprises if queried about the reasons for retaining specific expertise and skills involves preservation of competitive advantage. Notably, some professions like physicians, accounting, nursing, law, among others are efficiently executed based on the individual experience. It is believed one becomes effective and efficient after spending many years working in various positions. The best experience is majorly gained through different challenges faced at the workplace. And therefore, some optimistic organizations that value both the long and short-term objectives of the organizations have incorporated educative and mentoring programs. The programs are primarily aimed at promoting knowledge and skills exchange between the veterans and junior employees. Organization learning practices refer to activities that create, retains and facilitates the transfer of knowledge. Most probably, the transfer benefits both the organization and the junior employees. In a learning organization, the management is determined to expand their capacity and propel the enterprise towards prosperity. The process is not that simple. To succeed in the program, each and every individual has a duty to play. For instance, the management plays a principal role in enhancing a favourable environment exists for the implementation of the programs. The desire to retain knowledge and nature growing professions with the organization has resulted in increased operational costs. The need has affected both service and manufacturing industries. Consequently, the initiatives have yielded positive results. An example includes Coca Cola Inc, Microsoft Inc Corporation, and more have successfully managed to implement the programs. Theories and fallacies have been drawn by scholars to address the entire topic on learning organizational practices. Further, the attempts are intentioned in relating the learning practices to the particular organization strategy, culture, and social aspects. Knowledge retention has been justified using two fundamental theories. To begin with, the expoused theory has postulated for the formalization of the training programs. It is where the training process is conducted in alignment with an established procedure. The workability of the theory is not that efficient unlike the theory in use. Secondly, the theory in use provides for a flexible process in the knowledge transfer. With the current technology, rigidity in the execution of activities has become an element of the past. Certainly, it is the most appropriate theory that inclines with the organization long term purpose. Most importantly, the administration has a duty of ensuring the program is a value adding activity to the organization. Also, the implementation should be executed at the lowest cost. In addition, the process has just to be incorporated as part of the organization culture, and should not challenge the established social norms of the workers. In reference to the case study, the American Express is doing a beautiful work in facilitating knowledge retention. As a matter of fact, the program success depends on the level of support and motivation given to long service employees who have neared retirement. The inclusion of the program into the organizational culture imperatively obligates all of the veterans to comply with the enterprise culture. Consequently, instituting the program as a culture creates selflessness in a profession in the mentoring of the young workers. Integrating and fusing the program and practices into the system assist organizations to comprehend and address and examine the interrelationships between the employees. Inadequate understanding of the kind of cooperation within the employees deters efficiency in the monitoring of the training. The practices should be structured to create and transfer knowledge within the organization. Perhaps, the inclusion of the program in the companys strategic plans, mission, and vision does not guarantee compliance by the employees. Some of the requisites for the process to succeed includes but not limited to the following; cultivation of the art of open and attentive listening, provision of incentives, establishing criteria for the evaluation of learning, fostering a supportive learning environment, and the opening of boundaries by stimulating of the exchange of ideas. To start with, the management has no other alternative than attentively listening to the employees demands. Listening to employees views essentially creates a positive relationship between the staffs and can finally enhance the exchange of the ideas based on how to improve the program. Also, the stable relationship builds understanding and teamwork within the employees which automatically results in the achievement of organization strategic goals. Secondly, a creation of assessment and evaluation mechanisms will enhance aligning to organizations strategic plans, objectives, and efficiency. How? The mentioned aspects allow timely enactment of corrective actions in case a deviation exists. It is because the assessment will enhance pinpointing of inefficiency before reaching an advanced level. Also, the evaluation will create an opportunity to pose a challenge to those underperforming in their department. In carrying out research for establishing the efficiency of the program, the junior staffs will be exposed to an interview. An obvious method of gauging the effectiveness of the program is basically through the analysis of the results. For instance, if the enterprise specializes in the service industry, then quality will be examined. And for the case of production and manufacturing industry, the quantity and quality of products will be tested. Thirdly, the management should provide the right incentives and motivation to these veterans. The motivation acts as a backbone for most of the employees in any organization. The incentives can be in the form of salary increments, retreatment, paid holidays and more. Also, they act as a kind of recognition and appreciation by the management the relevance the staffs who are near retire adds to the organization. Consequently, they will be fully willing to share all of the paramount ideas they feel the younger employees. Fourth, the environment under which the all of these programs should be conducted from must be sustainable and conducive. The company should provide enough training and mentorship tools, among other facilities that facilitate the program. Further, financial supports should also be adequately provided. It is because money supersedes other resources. As a matter of fact, money pays for other factors of production. Therefore, adequate supply of money resource will be instrumental in ensuring that everything is executed as planned. Lastly but not least, the management has to limit on the boundaries that exist between the senior and junior staff. An interactive culture should be established within the organization systems. Therefore, the learners can customize on the element and always make inquiries when handling a new challenge. In situations where the company is infected with superiority problems, the achievement of fundamental goals becomes difficult since the aspect of teamwork and common purpose will miss out. Individualism may grow, and employees may work towards satisfying personal needs. The integration of the exchange scheme with cultural, social and organizational ethical code of standards increases the level of commitment to retirees. Also, the repeat nature of the program will prepare those who learned through the same process to reciprocate when the time come for them. The resistance levels are minimized, and the organization finds it easy to manage the process. As early noted, knowledge transfer enables the company to stay strategically positioned against others. Thus it is up to the management to identify the level of knowledge they need to retain. Perhaps, not all retiring employees hold the best knowledge and skills. The use of learning curves in establishing the competency within an individual is essential in identifying those who are best suited to lead the mentorship programs. Also, it will aid in eliminating barriers that impede the learning process within the organization. Besides the explored practices that enhance the knowledge transfer process, the retiring employees needs adequate time for balancing organizations and personal obligations. The special treatment and imposition of relaxed rules and reduced duty programs allow them to have a sufficient time of planning. The time allowed is vital for the individual to indulge in other organizational matters like the mentorship and life skills tutoring. Just to sum up, knowledge exchange programs needs to be incorporated as part of the culture and ethical codes of standards. Also, the program will not be effective until it aligns with organizations strategic plans. Although, it is perceived that technology has come with solutions to the majority of problems that existed in organizations and the young digital population are favoured regarding know-how. Conversely, professions that nurture individuals through on job training require the knowledge of experienced employees. For this reason, organizations must just remain watchful to ensure such skills are transferred to the juniors. Consequently, the orientation of the enterprise in the achievement of long-term objectives becomes realistic.